Essentials of people practice

Explain each stage of the employee lifecycle and the role of the people professional within it.

What that asks for: Make it clear how or why something works. Description is enough here — you are not being asked to judge it.

Explain different ways in which you can prepare information for specified roles.

What that asks for: Make it clear how or why something works. Description is enough here — you are not being asked to judge it.

Explain different recruitment methods and when it is appropriate to use them.

What that asks for: Make it clear how or why something works. Description is enough here — you are not being asked to judge it.

Explain factors to consider when deciding on content of copy used in recruitment methods.

What that asks for: Make it clear how or why something works. Description is enough here — you are not being asked to judge it.

Explain different selection methods and when it is appropriate to use them.

What that asks for: Make it clear how or why something works. Description is enough here — you are not being asked to judge it.

Develop selection criteria and shortlist candidate applications for interview for an identified role.

What that asks for: Produce the thing. A criterion that says develop wants the artefact submitted, not a description of how one is made.

Participate effectively in a selection interview and the decision-making process for an identified role.

What that asks for: You have to have taken part, and there has to be evidence of it. Reading about the activity does not meet this.

Explain the selection records that need to be retained.

What that asks for: Make it clear how or why something works. Description is enough here — you are not being asked to judge it.

Write letters of appointment and non-appointment for an identified role.

What that asks for: Produce the actual document, in the register it would really be sent in.

Explain the importance of work-life balance within the employment relationship and how it can be influenced by legislation.

What that asks for: Make it clear how or why something works. Description is enough here — you are not being asked to judge it.

Explain the concept of wellbeing in the workplace and why it is important.

What that asks for: Make it clear how or why something works. Description is enough here — you are not being asked to judge it.

Summarise the main points of discrimination legislation.

What that asks for: The main points, briefly, in your own words. Leaving things out is the skill being tested.

Explain what diversity and inclusion mean and why they are important.

What that asks for: Make it clear how or why something works. Description is enough here — you are not being asked to judge it.

Explain the differences between fair and unfair dismissal.

What that asks for: Make it clear how or why something works. Description is enough here — you are not being asked to judge it.

Explain the purpose and components of performance management.

What that asks for: Make it clear how or why something works. Description is enough here — you are not being asked to judge it.

Explain factors that need to be considered when managing performance.

What that asks for: Make it clear how or why something works. Description is enough here — you are not being asked to judge it.

Explain different methods of performance review.

What that asks for: Make it clear how or why something works. Description is enough here — you are not being asked to judge it.

Explain the key components of an effective total reward system.

What that asks for: Make it clear how or why something works. Description is enough here — you are not being asked to judge it.

Explain the relationship between reward and performance.

What that asks for: Make it clear how or why something works. Description is enough here — you are not being asked to judge it.

Explain the reasons for treating employees fairly in relation to pay.

What that asks for: Make it clear how or why something works. Description is enough here — you are not being asked to judge it.

Explain why learning and development activities are of benefit to individuals and organisations.

What that asks for: Make it clear how or why something works. Description is enough here — you are not being asked to judge it.

Describe different types of learning needs and reasons why they arise for individuals and organisations.

What that asks for: Set out what something is like, in enough detail that a reader could recognise it. No judgement needed.

Summarise different face-to-face and blended learning and development approaches, including: facilitation; training; coaching; mentoring.

What that asks for: The main points, briefly, in your own words. Leaving things out is the skill being tested.

Explain how individual requirements and preferences must be accommodated in the design and delivery of learning and development.

What that asks for: Make it clear how or why something works. Description is enough here — you are not being asked to judge it.

Discuss how learning and development can be evaluated.

What that asks for: Set out more than one view and show how they relate. A one-sided answer is the usual miss.